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Vol. 30 -- November #11, 2011
934
Continuing Professional Development
The articles in this series are independently researched and compiled by PSA commissioned authors and peer reviewed.
supporting pharmacy practice
Linking training and
business performance
By Kylie Woolcock
Case study
You overhear a relatively new staff
member recommending a multivitamin
to a customer who is complaining
of tiredness. You quickly intercept
and explore potential causes of the
tiredness with the customer in order
to best advise them.
Once you have finished serving the
customer, you take the pharmacy
assistant aside to discuss the
pharmacy's protocols for responding
to symptom-based requests and the
situations requiring referral to the
pharmacist.
They apologise and tell you they
learned about the benefits of the
multivitamin at a recent training event
that many of your staff had attended.
Learning objectives
After reading this article you should
be able to:
• Discuss the relationship
between training and business
performance
• Describe a process for
identifying relevant training and
development needs
• Recognise factors that influence
the success of learning in the
workplace
• Describe a framework for
evaluating training.
Competency standards (2010)
addressed:
1.5, 2.7, 3.1, 3.2
Accreditation number:
CAP111111c
Kylie Woolcock is a Canberra-based
community pharmacist and pharmacist
consultant.
Introduction
The training and development of staff
can result in many benefits to both the
individual employee and the business,
including:1
• improved productivity
• reductions in labour turnover
• reductions in waste
• quality improvements
• greater organisational commitment
• reductions in accidents
• greater flexibility
• improved ability to accept change.
However, there is no longer a reliance
on just these motivations to achieve
a competent workforce in pharmacy.
A commitment to ongoing training is
now being enforced through audited